What is needed for a successful team. What does the ability to work in a team mean - a common requirement for applicants

Teamwork belongs to the category of special cases of delegation of authority and responsibility. Under the traditional structure, the task and related powers are assigned to the owner of the workplace. The combined competence of the members of the group should ensure the solution of problems and the achievement of goals, which are determined by the range of powers assigned to the team.

The team may consist of employees of the same or different levels and divisions of the company. During the period of work as part of a team, all its members have equal rights and perform duties arising from the goals and objectives of the team. For teamwork, it does not matter what position the employee holds in the enterprise. Within a team, all employees have equal positions.

The rights and obligations of team members serve, on the one hand, as the basis for organizing work within the team, and on the other hand, as a basis for assessing the abilities of participants for this form of work.

Team Member Responsibilities

* Each member of the team is obliged to direct their efforts, knowledge and capabilities to achieve the goals set for the team. At the same time, he should not, following selfish considerations, hide the ideas and solutions needed by the team for their subsequent use at the main place of work.
* Each member of the team is obliged to freely express his thoughts on the problems that have arisen, without regard to the obligations that bind him to the head of the main place of work.
* None of the team members should make their activity dependent on the attitude of the group to its recommendations. Moreover, each member of the team must be ready to submit to the decision of the majority, even if this decision is contrary to his own ideas.
* The exception is the case when, in the opinion of one of its members, a special situation has arisen in the team for which he does not want to be responsible. In this case, the "dissenting opinion" should be reflected in the protocol.
* Each team member should be loyal to colleagues. He must not inform outsiders about the content of discussions and decisions of the team or use these decisions for personal gain.
* Each team member must treat other team members as equal partners. He must objectively analyze their ideas and express his point of view on them.
* Tolerance and mutual respect are the most important conditions for successful teamwork.
* Each member of the team is obliged to inform the others about everything they need to know in order to complete the tasks assigned to the team.
* None of the team members can interfere with the cooperation of its members because of their own likes and dislikes.
* In order to increase the effectiveness of cooperation, each team member should try to establish good business relations with the rest of the team members.

From the listed duties follow the rights of a team member.

Team member rights

* Freely express your opinion and demand its verification.
* Require the establishment of confidential, non-public, trusting relationships. The thoughts that he expressed while working in a team should not become known to third parties. An employee cannot be endangered because of the ideas expressed by him in the process of working in a team.
* Receive objective and complete information from other team members.
* Require that his thoughts be used by other team members on the side only if this does not harm the fulfillment of the tasks assigned to the team or if special permission has been obtained for this.
* Require that the principles of correct behavior are observed in the process of working in a team.

Responsibility for team work

The team as a whole is responsible for everything it does and does not do.

The team agrees that all team members share responsibility, even if they initially expressed doubt. They cannot distance themselves from the team's decision by citing their own objections.

If the team fails to reach unity on a certain issue, then the decision is made by a majority vote. In this case, the minority may enter a “dissenting opinion” into the minutes. In the future, it obeys the majority and works on the basis of the decision. In this case, these persons, although not responsible for the decision, are responsible for the further overall results of the work obtained on the basis of this decision. Disagreement of individual members with a common decision does not relieve them of responsibility for possible consequences.

If a team makes a decision by majority vote that individual members consider to be an unacceptable error for which they do not want to be held accountable, then they must clearly state this to the team team. In this case, the "head" of the team is informed, who decides on the possible exclusion of the corresponding person from the team or on the recruitment of a new team.

In practice, things often come to the so-called "crossroads" - a situation where it is necessary to decide in which of the two directions it is necessary to move on. If the team itself is unable to find a way out, then the “boss” must either decide which of the two paths to take, or form two teams to work in each of the directions.

The team leader is responsible for the results of the work to the same extent as any ordinary team member. For the correct organization of the work that he does as part of his activities in the team, he is responsible to her team. The dual responsibility of the leader to the team and the customer would be contrary to the essence of his position within the team.

To solve problems that go beyond the usual process of collegial cooperation within the existing organizational structure, a senior manager or company management must create an appropriate team and document this. Such a team, established on a permanent basis, should be considered as a new unit. It cannot be formed by one of the leaders. The adoption of an appropriate decision is within the competence of the management of the company or a body subordinate to it.

A specially created team is disbanded as soon as it completes the assigned tasks. If we are talking about a team organized by the management of the company or other competent authority, then they should disband it.

Benefits of Teamwork

* The team makes it possible to solve problems that are beyond the power of one person.
* The creation of a team is a guarantee that the interests of all parties will be taken into account when developing a solution.
* As a result of cooperation in a team of specialists from several departments, one-sided influence of one of the higher authorities becomes impossible.
* When the team works, the risk of making an erroneous decision and the danger that some important facts will not fall into view are reduced. The well-known proverb is quite applicable to the work of the team: “One head is good, but two are better.”
* The team helps to fight "industrial blindness". What one employee does not notice out of habit, another sees, who, in turn, does not notice certain problems in his own area of ​​\u200b\u200bwork.
* Teamwork enhances the willingness and ability of executives at all levels to cooperate.
* An employee who has worked in a team will have fewer difficulties in the future when interacting with colleagues or other departments of the company.
* The team has a positive influence on the development of qualities that are important for collegial cooperation. It encourages tolerance, order, recognition of other people's opinions and correct discussion, overcoming selfish views. These factors go beyond teamwork and affect the overall success of the firm.
* An employee who has proven himself while working as part of a team receives additional qualifications that are valuable both for him and for the company.
* The enterprise implements ideas that would not have arisen within the framework of a conventional organization of work. This is due to the fact that an individual employee does not have the opportunity to find starting points in his workplace in solving a problem that goes beyond his immediate activities.
* The team provides both an individual employee and the whole team with the opportunity to maximize their creative potential and its practical implementation.
* For large firms, the team allows more rational use of the capabilities of their specialists who are working on solving problems that go beyond their job responsibilities.
* For medium and small companies, teamwork allows you to fully use the abilities, knowledge and skills of employees. The team can replace the work of specialists whom the firm cannot invite to work for financial reasons.

Disadvantages of Teamwork

Along with positive features, teamwork also has negative aspects.

* Team work, unlike regular work, may require additional time. The initial period, when team members get used to each other, can be quite long. Some time is also required to find an appropriate form of joint work.
* Team work is often slow. This is especially noticeable with a large team size and when working part-time in a team. Difficulties encountered in gathering team members at the appointed time have a negative impact on the progress of work.
* Discussions that arise when working as part of a team take a lot of time, especially if individual employees do not know the technique of conducting them. Serious disagreements are possible.
* Teamwork can lead to a delay in decision-making, as the different views of the participants are summarized only after lengthy discussions.
* The anonymity of the results of the work of individual team members may adversely affect the desire to work. Any team member who has shown insufficient performance can “hide” behind an active member of team work. When working as a team, there is no incentive to feel ambitious, since the individual worker does not receive personal rewards for the results.
* If an employee performs work as part of a team as an additional to the main activity, then it may be too much work for him. Therefore, in each specific case, it is necessary to take into account whether this load is feasible, which tasks and to what extent should be abandoned for the duration of work in a team.
* The expression is known: "A camel is a horse drawn by a team." However, to argue that team work leads to an inefficient waste of time is just as unjust as it is to demand that all decisions be made collectively.

Key success factors for effective teamwork

* a clear setting of goals and objectives;
* the correct selection of the team;
* the presence of a well-thought-out system for team members;
* the ability of team members to work collegially.

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Teamwork is almost always perceived as something extremely positive, because if you work together, there is an opportunity to achieve synergy and implement those projects and complete those tasks that would be too “unbearable” for one person. And the result in team work is achieved only when the efforts of all its members are directed in one direction. And the responsibility for all results is also borne by a group of people, and not just one person.

However, even when working in a team, each person can and should be able to think and work independently. In no case can a team game be considered a guarantee of getting rid of failures, especially when it comes to business, because the collective organization of labor has not only its advantages, but also its weaknesses.

So what are the features of teamwork, and what can be attributed to its positive aspects, and what to its disadvantages? Today we will try to answer these important questions.

A little about teamwork

First of all, it should be noted that teamwork is one of the forms. It is not necessary for the team to have employees of the same status - all team members can have their own positions and powers, but duties and rights should always be the same for everyone. And this is very important, because, despite the difference in status, all "players" should have the same positions.

As for the same duties and rights, this equality is a fundamental principle of teamwork, because through it, one can give an objective description of the potential of all team members in the form of activity under consideration.

And in order for the team to be successful, and its functioning to give the appropriate results, it is necessary that the following conditions are met:

• Competent
• Having clear and concise objectives
• Proper selection of team members
• Availability of a detailed system of work
• The ability of people to work in a team

And only if these conditions are met, we can say that teamwork makes sense. And, of course, the very first thing to consider is the benefits of teamwork.

The benefits of teamwork

Here we can point out the following advantages of working as a team:

• In the process of teamwork, such ideas are achieved that, most likely, would not even have arisen in the course of ordinary work. This can be explained by the fact that, working in standard mode, a person simply cannot go beyond the boundaries of his authority, which means that he does not have access to tools with which to solve all problems
• As we said at the very beginning, a team of even 3-4 people can achieve much great results than one person, which is due to the synergy effect, when the sum of the potential of individual elements is greater than the whole
• If the team is created taking into account all the relevant ones, it will always take into account the thoughts, ideas and opinions of all its members.
• Due to the fact that the team, in most cases, is characterized by the cooperation of specialists from different organizational units (if we are talking about working in an organization), it becomes quite difficult, sometimes even simply impossible, to put pressure on the work of the team to any of the higher units.
• Due to the fact that each of the participants is accepted in the team, we can say that this is a guarantee that interesting ideas will certainly appear within the radius of the team, and when discussing them, the maximum number of details will be taken into account. Thus, the chances of error are significantly reduced.
• Teamwork is almost a 100% guarantee that any flaws will be identified in the activity. If one person is continuously responsible for a specific area of ​​work, his vision is “clouded”, because everything is already becoming familiar to him, which is why he can simply miss many details. But when another person, or even several, looks at the same things, absolutely all the shortcomings become visible.
• Teamwork endows people with readiness, determination and the ability to cooperate, even in cases where people of very different statuses interact.
• If a person has had a chance to work in a team at least once, he becomes more open, tolerant and loyal to colleagues, as a result of which, in future work, it will be much easier for him to interact not only with other employees, but also with other organizational units.
• Teamwork cultivates in a person tolerance for the people around him, sets him up in order, forms respect for other people's opinions and the ability to competently conduct dialogues, and also teaches him from time to time to push his interests into the background, which, in general, has a huge positive impact on the whole team and her work
• A person who has managed to establish himself as an effective team player opens up broad prospects for himself, and also gains valuable experience that can be useful both for him and for the organization where he works
• All team members, both together and one at a time, have the opportunity to maximize and implement it in practice
• If the team belongs to the staff of any large organization, then this organization has every chance for a more rational and efficient use of the potential of its employees, because they will be able to work on solving those problems and tasks that are outside the framework corresponding to their usual status
• If the team belongs to the staff of a small or medium-sized company, then through teamwork it is possible to come to the full use of the skills, knowledge and skills of all employees. The team can even replace one specialist whom the company is not able to invite to work.

It is easy to see that teamwork has a lot of advantages, and if you learn to see this potential in teamwork, you can reach truly unprecedented heights.

But if it can be "hot", then it can be "cold". In other words, teamwork also has a number of disadvantages.

Cons of teamwork

The disadvantages of teamwork are much less, but they must be mentioned. Among them are the following:

• Team work requires additional time costs. The fact is that team members must “get used to” each other, and this can take a lot of time. Plus, it also takes time to find a suitable form of collaboration.
• Team work is characterized by some slowness, which is most noticeable when there are a lot of people in the team, and also when one of the members combines team work with individual work. It is also often difficult to gather all the participants in one place at the same time, and this negatively affects the entire work process.
• Significant time costs may also occur if one of the team members does not own the technique of teamwork. This can serve, among other things, as the cause of serious disagreements and even
• In teamwork, important decisions can be delayed due to the different views of team members on the same things, which can only be generalized through lengthy discussions.
• The desire of team members to work can be negatively affected by the anonymity of the results of activities. An inefficient employee can “cover up” with an efficient one if his performance is low. There is no incentive for ambition in team work, because there is no individualized reward for success
• If teamwork is additional for a person, it can begin to take away from him a large number of forces. For this reason, it is necessary to understand whether a person can cope with this load, or teamwork tasks should be reconsidered.

But it is important to say that if he is able to successfully apply the principles of team building and is able to find an individual approach to each member of the team, he has every chance to create an effective team and make sure that the advantages of teamwork outweigh the disadvantages.

ARE YOU A TEAM PLAYER: If you want to know what place you should occupy in a team, and also to understand whether you yourself are capable of leading people, you need to determine not only your personal characteristics, but also to find out which of the team roles they fit best of all. Therefore, we suggest that you take our specialized self-knowledge course (it is located), which will reveal to you your features as a team player and give you a huge amount of other information about your personality, the possession of which will increase your personal effectiveness not only in team work and not only in work in general, but in every area of ​​life.

We wish you good mood and self-knowledge!

Any leader strives to create a well-coordinated and well-functioning team. To do this, it is necessary to be able to correctly place accents, smooth out conflicts, and competently plan events. It is believed that teamwork on a project can bring more profit than working alone. Meanwhile, it is the first in practice that causes a lot of concern and a negative reaction. This is mainly due to the inability to properly organize such activities. Let's take a look at the principles of teamwork.

General information

What is team work? It is worth saying that not every group of specialists can become a friendly and highly professional team. A team is a small number of employees with complementary skills, connected by a common idea, striving for common goals and bearing equal responsibility for their implementation. In such a collective, individual interests are relegated to the background. Each member of the group must have a high professional level, the ability to make decisions and interact with the rest of its members. Teamwork implies the dependence of specialists on each other. In this regard, a constant exchange of information is carried out within the group.

Organization specifics

Well-coordinated teamwork is the result of competent management activities. The team must go through several stages:

1. Adaptation. At this stage, mutual information and assessment of the tasks set is carried out. Group members communicate with each other carefully, threes or pairs are formed. In the process of adaptation, people in some way check each other, determine mutually acceptable behavior patterns. The effectiveness of teamwork at this stage is very low.
2. Grouping. At this stage, people converge on interests and sympathies. At the same time, discrepancies between individual motivation and the goal of team work are revealed. Group members can oppose the demands. This determines the degree of permitted emotional reaction. For example, the secretary throws papers and evaluates the reaction of the others to this action.
3. Cooperation. At this stage, the group members realize the desire to work on the task at hand. Constructive and open communication begins, the pronoun "we" appears for the first time.
4. Regulation of work. At this stage, schemes of interaction in the team are created. At this stage, trust appears, but moves to a higher level.
5. Functioning. At this stage, constructive decisions are made about the task. Each participant has his own role. The team openly manifests and eliminates conflicts. At this stage, true teamwork begins. A favorable climate is formed within the group. All participants understand the value of planned indicators, take actions aimed at achieving them. Teamwork at this stage is considered the most successful.

phenomena

Psychologists have described some of the effects that arise when working in a team. Among them it is worth noting:

1. volume phenomenon. The result of teamwork will depend on the number of group members.
2. The phenomenon of quality composition. The tasks of teamwork will be most successfully implemented if the members of the group are of different ages and genders, but with practically the same social characteristics.
3. Conformism. The change in participants' beliefs or behavior is driven by imagined or real group pressure. The value of public opinion is high enough for each member. Accordingly, all participants respect the norms developed jointly.
4. Deindividualization. It involves the loss of self-consciousness and the emergence of a fear of evaluation in conditions of anonymity that do not focus on a specific person.
5. Risk shift effect. The group makes the least or most risky decisions compared to those that would be developed by the participants individually.
6. "Rounding" of thinking. The group members are looking for a solution that would suit everyone. At the same time, quite realistic options are discarded.
7. public laziness. When sharing responsibility equally among all participants, they begin to worsen their performance indicators all together.

signs

Teamwork involves continuous discussion between the participants. It aims to improve cooperation. All specialists feel part of the working community. They feel competent, perform certain actions independently and are responsible for the consequences. Each participant freely proposes the ideas he has and criticizes the others. Members of the group are aware of the tasks of others, they have a certain idea of ​​​​the abilities and talents of each. This means the presence of mutual respect and interest of all participants. At the same time, all members of the group strive for an open dialogue. Information quickly, constantly and purposefully passes from one participant to another.

Common Mistakes

Teamwork skills are developed over time. It is impossible to immediately create a successful and friendly team from a group of specialists. The leader has a special role in this. It is on him that the effectiveness of the team depends to a greater extent. Meanwhile, in practice, leaders make serious mistakes in organizing collective activities. They significantly reduce work efficiency. Among the most common are the following:

1. Discrepancy between the leader, the team and the type of task assigned to people.
2. Unsuccessful choice of specialists to create a group.
3. The absence of a clearly defined goal or criteria for its implementation.
4. Unfavorable socio-psychological climate.

conclusions

All of these mistakes can be avoided. Almost every person is motivated to work by three components: payment, interest and social significance. The first two components are given quite a lot of attention in practice. At the same time about social significance people are often forgotten. Meanwhile, the team members must be sure that they are implementing an important project that will bring profit to the enterprise.

Team leader

He has a special role. In addition to direct leadership, planning and control, the leader must be able to motivate and organize the team, develop the foundations of self-government in it. Due to the human factor, it is quite difficult to implement these tasks in practice. The key criterion for choosing a leader is his idea of ​​organizing the activities of the team. The main instrument of influence will be positive and negative Feedback. Effective teamwork will largely depend on personal ones. He will represent the team in interaction with others, and eliminate external obstacles.

Reducing the number of conflicts

As mentioned above, at the initial stages, teamwork is accompanied by a certain tension. Often there are conflicts. The head of the enterprise must take into account their likelihood and treat the group members with a certain degree of loyalty during this period. You can reduce tension by using different trainings, work on creative tasks, during which the group will feel like one organism. In addition, it is important to pay attention to the development of clear rules of conduct. At the same time, they must be formulated and accepted directly by the members of the group. It is also necessary to approve responsibility for their violations.

Nuances

Usually the team feels like a team when they achieve the first success. This must be taken into account by the head of the enterprise. The first task for the team should be difficult, but at the same time quite feasible in a relatively short period. In some cases, it happens that the group becomes overly immersed in its activities and loses touch with the real world. This may have negative consequences. To prevent this phenomenon, the leader should organize the flow of external information to the participants and the outflow of information from them. This helps keep the team on track. It is impossible to learn and apply all the subtleties of the process. Any teamwork involves the presence of weaknesses. In successful teams, they are compensated by the strengths of the participants.

The only way that true responsibility for quality can be placed on a person or group is the responsibility of those who do the work or process.

The complexity of most processes in an organization leaves them out of the control of any one individual, and the only effective way to improve or redesign a process is through collaboration.

Why teams?

Teamwork has many benefits:

• a huge variety of complex issues can be addressed by pooling knowledge and resources;
• problem solving requires a wide variety of knowledge, skills and experience;
• this approach enhances morale and a sense of ownership through participation in decision making;
• improving the ability to create links between departments and functions;
• recommendations are more likely to be implemented if they come from individuals.

Employees will not be able to participate in continuous improvement activities without some commitment from senior management, a culture of improvement, and an effective mechanism for utilizing individual contributions from people. Teamwork should be guided by strategy, structure and implemented thoughtfully and effectively.

When properly managed and developed, teamwork improves processes and outcomes quickly and cost-effectively through the free exchange of ideas, information, knowledge and data. It is an important component of overall quality organization, building trust, improving communication and developing a culture of interdependence rather than independence.

Team Roles

After years of team research, Dr. Meredith Belbin has identified eight roles that, when all of them are present in a team, give it the best chance of success. These are the roles:

• Coordinator
• Shaper
• Specialist
• Assessor
• Executor
• Thinker
• Communicator
• Collectivist

Coordinator The group clarifies goals, sets the agenda, sets priorities, highlights issues, sums up, is critical, but does not dominate the discussion.

Shaper gives shape to collective efforts by looking into the heart of the discussion and practical considerations regarding the feasibility of a particular project. Can put pressure on the team, but it gives some results.

Thinker is a source of original ideas, wishes and proposals, which, as a rule, are original and radical.

Assessor measures and dispassionately analyzes, and with the help of objectivity, stops the team and assumes the obligation to determine the erroneous task.

Executor transforms decisions and strategies into defined and achievable objectives by logically considering goals.

Communicator goes beyond the team, bringing ideas, information and events. He is a salesman, diplomat, communicator and explorer.

Collectivist contributes to maintaining the integrity of the team, prevents its disintegration in case of pressure or stress

Specialist has a constant sense of timing.

All of these features matter and it's an omission when any of them are not represented on the team: there are no stars or extras. The team role of a person can be determined by using the Belbin questionnaire.

It is not necessary that the team consists of eight people, each of whom performs one of the roles, but people who are able to perform these functions must be present in the team. In small groups, people can, and are expected to, perform more than one role. In addition, analyzing existing teams, their creation or behavior, using these concepts of team roles, can provide an improvement, for example:

• low efficiency requires a good coordinator or collectivist;
• conflict requires a shaper and a strong coordinator;
• error-prone group teams need an estimator.

Different roles play an important role in different circumstances, for example, new groups need a strong builder to get started, competitive situations require a thinker with good ideas, and in high-risk areas a good assessment is needed. Teams should therefore be analyzed in terms of what roles their members can play, as well as what skills the team needs most.

Despite clearly defined roles within a team, interactions between different personalities can be a frequent source of friction. However, this can be largely avoided by understanding the differences between people. The Myers-Briggs Inventory (MBTI) is a powerful tool for team and personal development, providing a well-structured framework for understanding these differences. It is based on the identification of human behavioral preferences on four scales:

4 MBTI scales represent two opposite preferences (dominants) - most people can use both boundaries at different times, which will indicate preferences on each of these scales. There are a total of eight possible preferences and the MBTI type of a person contains 4 - E or I, S or N, T or F and J or P. The preferred (dominant) type should be determined by the time the questionnaire is completed, its analysis, subsequent feedback and discussion with a qualified MBTI administrator.

If each preference is represented by a specific letter, the personality type can be expressed as a four-letter code, of which there are sixteen. Those. ESTJ denotes an extrovert (E) who prefers to receive information by sensory means (S), make decisions by deliberation (T), and judgment (J) in relation to the outside world. A person with opposite preferences on all four scales will have an INFP code; an introvert (I) who prefers to gather information intuitively (N), make decisions based on feelings (F), and perceive the outside world through sensations (P).

16 types of MBTIs:

ISTJ	ISFJ	INFJ	INTJ
ISTP	ISFP	INFP	INTP
ESTP	ESFP	ENFP	ENTP
ESTJ	ESFJ	ENFJ	ENTJ

• extrovert prefers action and the outside world
• Introvert prefers ideas and inner peace
• sensory-thinking the type is interested in facts, analyzing them impersonally and using a step-by-step process to form conclusions
• sensory-feeling the type is also interested in facts, but analyzes them personally from the point of view of himself and others.
• Intuitive-thinking the type is interested in patterns and possibilities, making decisions based on impersonal, logical analysis.
• intuitive-feeling the type is also interested in schemes and opportunities, but makes decisions based on personal values ​​and their impact on people.
• The type that prefers judgment perceived by others as living in an orderly, planned manner, able to regulate and control.
• Perceiving the type is perceived by others as flexible, spontaneous, demonstrating a willingness to understand and easily adapt.

Obviously, there are more than 16 personality types in the world, and it is important to emphasize what we can do to account for all 16 types in Everyday life. Each person has a dominant type in which he feels most comfortable.

For team work, dominant types and their interpretation are very important, and can be used in relation to individuals, or considered in relation to a group as a means of improving processes.

It is imperative that the team does not skip these steps i.e. it is better to collect information by persons with dominant functions (S or N) and make decisions - (T or F). Thus, a strong ST type will prefer to collect facts (S), think logically through the decision process (T). With a lack of time and the need to pay attention to new schemes and opportunities - (N), to influence people - (F).

Problems and solutions can be improved by using all dominant types, if team members do not have experience in using traits that are not characteristic of another dominant type, they should consult other people with the opposite type. But if the team does not have a member, for example, one with a dominant (F), its members should pay special attention to the consequences of their decisions for people, and not act in accordance with their natural preference to ignore or avoid this problem.

Differences in personality are often the result of conflict between two opposing types. For example, ST may think that colleague NF does not pay enough attention to detail and is illogical, so his decision is unreasonable. The NF may think that the ST is "picky" and cannot see the big picture, and may be offended by his apparent insensitivity to others.

Using the MBTI gives the understanding that there is no "right" or "bad". These differences and strengths allow you to work more efficiently. This is of great importance for team work, and real benefits can be achieved if all team members know their dominant MBTI type and use it in the team.

Team development

You can define four stages through which passing all commands in time:

• Formation
• Storm
• Rationing
• Performance

On the stage formation (consciousness) feelings, weaknesses and mistakes are hushed up, and there is no common understanding of what should be done. People do not pay much attention to the views of others and their values.

Stage assault (conflict) more risky as personal issues are opened up and the group becomes more inwardly oriented. The values, attitudes and concerns of others on the team are increasingly involved.

At the stage rationing (cooperation) trust and faith come to the fore, with a more systematic and open approach, resulting in clearer and more methodical work. People are valued, goals are clarified, goals are set, information is systematically collected, taking into account all options, detailed plans are prepared and an understanding of the need for improvement is developed.

Criteria efficient (productive) the stages are flexibility, leadership determined by the situation, lack of protocol, everyone's energy is used, considered basic principles and social aspects of the organization's decision.

Teams that make it through these stages successfully should come up with better team improvement performance and show:

• setting clear goals and agreed performance indicators
• openness and free expression of opposing opinions
• support and trust
• cooperation and conflict
• satisfying decision making
• relevant guide
• team process analysis
• strong intergroup relationships
• opportunity for individual development

In developing his model for teamwork, John Adair used the understanding that any team in response to leadership needs to be clearly defined. tasks , and the achievement of these objectives should be related to the needs teams and individual persons inside her.

The team leader or facilitator should focus on a small central part of the model, consisting of the intersection of three "action for change" circles, there are also three related but separate requirements for the team leader:

• define and achieve the results of the work or tasks, for example, the improvement process
• build and coordinate a team
• develop and satisfy individuals nutria team

In order to perform these tasks, the team leader or facilitator must perform the following functions:

• Planning
  Determination of the goals and objectives of the team. Create a real plan.
• Initiation
  An explanation of why this plan is needed. Allocate tasks for team members. Setting Team Standards
• Control
  Influence of pace. The belief that all actions are aimed at a goal. Maintain ongoing discussion. Leading the actions and decisions of the team.
• Support
  Encouragement and discipline of the team and individuals. Creating a team spirit to relieve tension and iron out differences.
• Informing
  Providing new information to the team. Getting information from the team. Summarizing proposals and tasks.
• Grade
  Checking the possible consequences of the proposed solution. Evaluation of the effectiveness of the team.
  Help the team evaluate their own performance through standards.

A team process, like any other process, has inputs and outputs. A high-performing team has three main characteristics - a high degree of task completion, a significant maintenance of team relationships, and a low self-orientation.

Improving team members can take place by assigning additional responsibility and authority to represent the interests of the team in the process. This allows the team to gain respect.

Real team work involves several factors:

• Team selection and leadership
• Team Goals
• Team meetings
• Team assignments
• Team dynamics
• Team results and analysis.

Most important element teams are its members, people with knowledge and experience are needed, their number should be within 5-10 people in order to keep the team manageable while good conditions to exchange views. Member selection may include people from groups outside the processes if it makes sense to include them, but sometimes a team starts with one or two people and grows along the way.

Team Goals must be agreed upon at the start of the process and must begin every team meeting. This will help focus the thoughts and efforts of team members on goals, and distract from other problems.

Before everyone team meeting an agenda should be prepared and distributed. It should include the place, time and duration of the meeting, the list of expected participants, the list of topics to be covered at the meeting, any tasks to be prepared by members or groups, supporting materials that will be discussed at the meeting.

In a meeting, it is impossible to solve problems alone. These should be reflected in the action plan with the specific tasks of the team members - team assignments. An agreement on personal responsibility and time limits should be decided when the team gets together, and all of this should be clearly stated in the minutes of the meeting.

The interactions between team members are vital to its success. The team leader must ask team dynamics and create a culture of creativity, remove barriers to idea generation, encourage all members to contribute and support all team members.

A command function is effective when the results of the command are implemented. Team review and analysis keeps its members focused on goals and promotes progress as well as helps identify problems.

Education

A unique characteristic that speaks to the improvement of teamwork is the expression of a voluntary desire by people to be attached to the group. Training of team members and leaders is the foundation of all successful improvement programs, ensuring people understand the concept of teamwork and the tools and methods to be used in an improvement program.

Training must be ongoing to accommodate not only changes in technology, but also changes in the environment in which the organization operates, its structure and, most importantly, its people. The quality of training can be viewed as a cycle of improvement, the elements of which are:

• Providing training as part of the quality policy
• Assigning Responsibility for Preparation
• Definition of training objectives
• Creating a learning structure
• Determination of training needs
• Preparation of curricula and materials
• Implementation and control of the preparation process
• Evaluation of results
• Analysis of the effectiveness of training.

Even if the quality policy remains unchanged, there is a need to ensure that new targets for improving the quality of teaching are set, or - directions for improvement and raising standards - if the targets have already been achieved.

Investors in people

This is the British National Standard (Investors in People (IiP)), which establishes the level of good practice for training and developing people in order to achieve business goals. This standard was developed in 1990 by the National Training Working Group in partnership with leading organizations, personnel, professionals. It provides the basis for improving the performance of the organization and its competitiveness, through a planned approach to the development and presentation of goals and the development of people to achieve these goals.The process is cyclical and should generate a culture of continuous improvement.

The Investor in People standard is based on four key principles, as shown in the following table:

Principles	Indicators	Proof
Commitments An investor in people is fully committed to the development of its personnel in order to achieve its goals and objectives	1. The organization strives to support the development of its people	Top management can describe the strategies that should be in place to support the development of people in order to improve the performance of the organization. Managers can describe specific actions that have been taken and are being taken to support people's development
	2. People are encouraged for their own improvement and work with other people.	People can provide examples of how they have been encouraged for their own and other people's improvement.
	3. People believe their contribution to the organization is recognized	People can describe how their contribution to the organization was recognized. People believe their contributions are recognized
	4. The organization is committed to balancing opportunities for people development	Leadership should create strategies to ensure equal opportunities for people's development. Managers must create concrete actions that they can and are taking to create equal opportunity for people to develop.
Planning The Investor in People is open about goals and what people need to do to achieve them.	5. The organization has a plan with clear goals that everyone can understand.	The organization has a plan with clear goals. People can consistently explain the goals of the organization at the level of their roles in it. Groups consult on the goals of the organization
	6. Development of people in accordance with the goals and directions of the organization	The organization has clear goals that link the development of people, the goals and directions of the organization, its teams and at the individual level. People clearly understand their actions to develop themselves and the organization as a whole
	7. People understand their contribution to the organization's goals	People can explain their contribution to the organization's goals
Actions Investing in people effectively develops people in order to manage their productivity.	8. Managers are effective in supporting people's development	The organization must ensure that managers have the knowledge and skills to develop people. Managers at all levels understand what they need to support people's development
	9. People learn and develop effectively	New people, or people in a new job, must confirm that they have received an effective adjustment. The organization must show that people learn and develop effectively.
Grade Investing in people understands the impact of investing in people on their performance	10. People development increases the effectiveness of the organization, its teams, individuals	The organization must show that developing people improves the performance of the organization, its teams, individuals.
	11. People understand the impact of the development of the people of the organization on the effectiveness of the organization itself, its teams, individuals	Top management understands that all the costs and benefits of developing people affect the performance of the organization. People can explain the impact of development on the effectiveness of organizations, teams.
	12. The organization does its best to develop people	People can provide examples of relevant improvements that have been made for their development

The four principles of the iterative process are broken down into 12 indicators that organizations must meet to be recognized as an Investor in People.

Recognition as an "Investor in People" requires a number of steps:

• understanding the Standard and its strategic implications for the organization
• conducting a compliance analysis to identify gaps in current practice
• planning and carrying out activities for change.
• planning and taking action to bring about change
• bringing together efforts to evaluate evidence against a standard
• achieving recognition as an Investor in People
• work towards maintaining a culture of continuous improvement.

Significant business benefits can be achieved by organizations that comply with the standard, and these may begin to materialize as they move towards the standard.

The practical benefits of working towards compliance with the standard include:

• Increasing revenue, productivity and profitability. Qualified and motivated people work better and better. Productivity is up.
• Reduced costs and losses. Qualified and motivated people constantly monitor their work to identify opportunities to reduce costs and losses.
• Increasing the quality of investing in people significantly improves quality program outcomes. Investors in people add significant value to themselves with BS 5750, ISO 9000 and others.
• Increasing motivation through improved personal development and recognition of achievement. This results in improved morale, reduced absenteeism, more positive acceptance of change, and identification with the organization outside of work.
• Customer satisfaction. Investing in people is key to aligning employees with customers. Thus, it allows the organization to effectively meet the needs of customers in order to generate profit.
• Public acceptance. The status of an Investor in People brings public recognition of real achievements in accordance with strict national standards. Being an Investor in people, the organization attracts more potential employees. It can also serve as an incentive for customers to choose specific products and services.
• Competitive advantages through increased efficiency. Such organizations gain a competitive advantage.

Article prepared by Andrey Garin
based on materials from foreign publications
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posted in the section: Quality management

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In everyday communication, from the media, we often hear about team spirit, teamwork. In the West, special attention has been paid to this topic since the 80s. The interest in the team method of work is due to the fact that this approach helps to solve major problems with better efficiency, increases the competitiveness of the organization, allows employees to be involved in the “common cause”, in other words, a certain harmony is achieved between external factors, labor relations and work results.

Team concept

Teamwork is not just the activity of a few employees. The concept of a team is more meaningful. How to determine whether it really exists or only in words? The first factor is the overall goal. Further — equality and interdependence of participants. In other words, everyone contributes, everyone shares information, everyone has the same rights, and everyone's work depends on the work of the other. The next factor (which is very often missing) is the sharing of responsibility for the result of common work, regardless of whether it is successful or unsuccessful.
So, a team is an association of people (employees of the same firm and / or external specialists involved) acting together, sharing responsibility for the result, interchangeable and supplemented on the basis of common goals, equality and exchange of experience.

Stages and principles of team formation

Team building is a long and painstaking process. Its stages have a certain sequence:
1. Habituation, joint definition of goals and format of behavior within the collective education. At this initial stage, employees exchange information, look closely at each other, go through “friction” in relationships.
2. Grouping. People unite on the basis of common interests, sympathies, determine intra-group communications.
3. Association. At this stage, team members jointly make decisions to achieve common goals, develop a strategy.
4. Create norms. Rules and norms of mutual relations are jointly developed, tasks are solved. This stage creates a sense of community.
5. Observation and evaluation of the results of the previous stages. The final stage allows you to set ambitious goals, each member of the group already has its own role, can defend its position, conflicts are openly resolved, a team subculture appears.
The creation, formation, development and even dissolution of any team is hard and unhurried work. It is based on the following requirements:
Each member of the team must know and understand the goals set for it.
A team is an association of specialists created to fulfill a single mission of the company, which means that responsibility for intermediate and final results should be collective.
The rights of the command staff should be equal, provided that each of its "components" will really take an active part not only in solving their individual tasks, but also in general labor activity.
A clear designation of the responsibilities of each team member, with an open possibility of their redistribution and changes depending on the setting or implementation of tasks.
The leader of the association coordinates the actions of its members, represents their external interests, but the management of the entire team should be carried out on the basis of a common opinion.
Each team member is a specialist in their field, so it is important to constantly maintain their professional level. In particular, in order to (re)distribute responsibilities, it would be possible to apply not only existing, but also newly acquired knowledge and skills.

To each his own role

The visible effect of teamwork will be obtained only with interpersonal communication, ensuring mutual assistance and transparency of the actions of each team member. Mutual understanding and joint achievement of goals serve as indicators of the effectiveness of teamwork. What influences the success of a job?
1. Team size. According to psychologists, the optimal size is from three to nine people. At the same time, it is more comfortable to make decisions, discuss issues, hear and take into account the opinion of each team member. A larger composition causes complications in communication and reaching agreement, some topics remain unclosed. As a result, conflict situations are born, the team is divided into groups.
2. Cohesion. Intra-group connections facilitate communication, reduce misunderstandings, eliminate hostility, distrust, and increase productivity.
3. Distribution of roles. This contributes to the competent formulation and effective implementation of tasks. Each member of the team is assigned a role in accordance with their abilities and capabilities. At the same time, it is important not to remain an “actor of one role”, that is, everyone should “try on” different roles for the sake of reinsurance, interchangeability (for example, in the case of illness of one of the team members) and better orientation in the situation as a whole.
Let's talk about roles in more detail.
"Strategist". Leaders of this type think globally, their actions are aimed at achieving results. They are not interested in both the feelings and attitudes of people, and the observance of rules and instructions. Employees-"strategists" are focused on the future, they are often the initiators of innovations. They are characterized by planning, forecasting and developing the prospects of the organization, rapid fatigue from routine work. They avoid detailed study of the project, they value competence. Such people usually do not have high emotionality, are tough, indifferent.
"Communicator". Such employees are focused on creativity, feelings and relationships. Leaders of this type solve organizational issues, manage and manipulate people based on their emotions, interests and feelings. They often create a favorable intra-collective climate. From such a team rarely leave at will. Employees-“communicators” are focused on their own implementation and assist others in this. Due to their sensitivity, they often find themselves in difficult situations what is called, between two fires.
"Firefighter". Personal attitudes are aimed at risk, change, problem solving. Leaders of this type "fade" in constancy and stability, and, conversely, "full of colors" when it comes to unexpected turn of events. Always up to date with current events, their goal and reward is to find a way out in a difficult situation, the motto is “Only forward!”. "Firefighters" are good at feeling moods in interpersonal relationships and, trusting their own experience, successfully prevent and resolve conflicts. They neglect norms and obligations, but at the same time actively participate in solving common problems and put forward their own ideas for their elimination.
"Stabilizer". Focused on order and stability. Such leaders thrive in conditions of constancy, prefer to act on the basis of clear prescribed norms and require the same from their subordinates, meticulously. In an emergency, they may lose time, but will restore the activity in form. They prefer financial stability to the detriment of possible profits. “Stabilizer” employees do not like risks, are responsible, consistent, dutifully follow the established rules, follow the order of subordination, and at the same time they will be successful as a leader. Following instructions is both an advantage and a disadvantage.

Maintaining existing relationships

The recommendations below can be fully guided both when creating a team and in the process of normal working life.
Responsiveness in helping, facilitating and teaching. The activity of any team is based on collective work. This means that the single performance of tasks and independence in decision-making are in principle unacceptable. If you have a question - ask it at a general meeting, if you need help - ask for it. Not having questions can mean a lack of interest, and resigned acceptance of an answer without clarification can mean indecision. Asking for help in a civilized society is not a shame: only those who do nothing do not make mistakes! If the blame for an unsuccessfully completed task falls on one employee, gossip and intrigue will begin, and as a result, this can lead to fragmentation within the team, the emergence of groups. As mentioned earlier, each specialist of the team should improve their professional level. It is also important to share acquired knowledge and skills with others. Experience and development must accompany each "player", otherwise his work will "fade". The exchange of experience is especially relevant when joining a novice team.
Courage in discussing common issues. Against the backdrop of the rapid activity of the team, frequent meetings are quite natural. Each member of the team should make suggestions, openly ask questions and receive answers. Silently waiting for the end of the meeting even for one employee is unacceptable. Multilateral discussion is important in a team. Here we add that each member of the team needs to be aware of ongoing events, it is important not only to receive, but also to share information. And of course, the information should be open.
informal communication. In modern companies, especially in commercial structures, informal, friendly and open communication is no longer a rarity. In teamwork, this allows you to get to know your partner better, and therefore, use his ideas and abilities, creatively solve the problem and, in general, work together. With such contact, even jokes are acceptable (but not ridicule regarding the employee or his work).

Conclusion

There are no norms and regulations by which it would be possible to immediately create an ideal effective team. Any team lives and develops on the basis of its own trial and error, but still there are factors that determine success: satisfaction of the personal needs of each team member, real interaction and the solution of tasks. Working in a "flock" is always more interesting, fruitful and energetic than looking for solutions alone. Even the conflicts that have arisen can be directed in the right direction and correctly beat in favor of profit or interpersonal development. After all, as we all know, with the desire and the presence of ingenuity, any disadvantage can be turned into a virtue.